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2008The McGraw-Hill Companies, Inc. All rights reserved.
ChapterChapterChapter101010
Group Dynamics
Copyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
McGraw-Hill/Irwin
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Overview of Work Groups and Work
TeamsWhy have teams become so popular? Teams typically outperform individuals.
Teams use employee talents better.
Teams are more flexible and responsive to changes inthe environment.
Teams facilitate employee involvement.
Teams are an effective way to democratize an
organization and increase motivation.
Source: Adapted from Robbins, 2003
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Group Development
Tuckmans Stages of Group Development Model Stage 1: Forming
Initial objective is often just to get acquainted
New members usually are polite, nice, and reserved Members typically keep their true feelings private
A great deal of uncertainty exists about the groups purpose,structure and leadership
Members are trying to determine what behaviors are
acceptable Management tips: Begin defining goals and developing procedures
early in the groups history.
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Group Development
Tuckmans Stages of Group Development Model
Stage 2: Storming
Conflicts emerge over tasks, behaviors, goals and
particularly leadership Competition among group members emerges
Strong feelings are held and expressed by group members
Members resist constraints to individuality
Management tips: Dont suppress conflict; manage it.
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Group Development
Tuckmans Stages of Group Development Model
Stage 3: Norming
Members set up rules to govern group
Different opinions are accepted Compromises are reached
A shared sense of responsibility and identity develops
Close relationships and group cohesiveness grows
Management tip: Openness will speed arrival at both thestorming and norming stages.
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Group Development
Tuckmans Stages of Group Development Model
Stage 4: Performing
Roles are understood and accepted
Interdependent action takes place Group energy is focused on performance rather than
getting to know each other
Management tip: Task completion prior to thorough forming,norming and storming may be sub-optimal.
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Group Development
Source: Adapted from Robbins, 2003
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Group Development
Gersicks Punctuated Equilibrium Model of GroupDevelopment Groups go through transitions of inertia and activity
Setting group direction First phase of inertia
Half-way point transition
Major changes
Second phase of inertia
Accelerated activity
Source: Adapted from Robbins, 2003
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Group Development
Gersicks Punctuated Equilibrium Model
Source: Adapted from Robbins, 2003
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Basic Model of Group Performance
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Source: Adapted from Robbins, 2002
Task effectiveness Social effectiveness
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Roles Defined
Role expected behaviors for a given position
Examples:
Team Leader Devils Advocate
Business Developer
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A Role Episode
Role Sender
Perceived organizational/group requirements
Comparative evaluation of- Role expectations for
focal person- Focal persons behavior
Focal Person
Perceived role expectations Experienced role overload,role conflict, role ambiguity
Constructive/destructiveresponses
RoleModeling
Communicationof approvalor need for
change
Feedback
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Roles Defined
Role Conflict: others have conflicting orinconsistent expectations
Role Ambiguity: Confusion arising from notknowing what one is expected to do as the holder of arole.
Role Overload: others expectations exceed ones
abilityWhat is the impact of these outcomes?
What can managers do about it?
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Norms
Norm shared attitudes, opinions,
feelings, or actions that guide socialbehavior
Direct statements
Critical events in the groups historyPrimacy
Carryover from other team memberships
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Four Reasons Norms are Enforced
Group/organization survival
Clarification of behavioral expectations
Avoidance of embarrassment
Clarification of central values/unique
identity
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Task Roles
Initiator suggests new goals or ideas
Information seeker/giver clarifies key issues
Opinion seeker/giver clarifies pertinent valuesElaborator promotes greater understandingthrough examples or exploration of implications
Coordinator pulls together ideas and suggestions
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Task Roles
Orienter keeps group headed toward its statedgoal(s)
Evaluator tests groups accomplishments withvarious criteria such as logic and practicality
Energizer prods group
Procedural technician performs routine duties
Recorder performs a group memory function bydocumenting discussion and outcomes
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Maintenance Roles
Encourager fosters group solidarity by accepting andpraising various points of view
Harmonizer mediates conflict through reconciliation orhumor
Compromiser helps resolve conflict by meeting othershalf way
Gatekeeper encourages all group members toparticipate
Standard setter evaluates the quality of group processes
Commentator records and comments on groupprocesses/dynamics
Follower serves as a passive audience 10-18
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Threats to Group Effectiveness
Asch Effect
Groupthink
Social Loafing
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The Asch Effect
1 2 3
Standard Line Card Comparison LinesCard
Asch Effect: the distortion of individualjudgment by a unanimous but incorrect
opposition.
?
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Asch Effect
Since the 1950s this effect has declined in theUS
Individualist cultures resist pressures toconform more than collectivistic cultures
What are the implications of the Asch effectfor managers?
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Groupthink
Groupthink: When you feel a high pressure toconform and agree and are unwilling to
realistically view alternatives
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Symptoms ofGroupthink Lead toDefective Decision Making
Symptoms of Groupthink
Invulnerability
Inherent morality
Rationalization
Stereotyped views ofopposition
Self-censorship
Illusion of
unanimity Peer pressure
Mindguards
Decision-making Defects
1) Few alternatives
2) No reexamination of
preferred alternatives
3) No reexamination ofrejected alternatives
4) Rejection of expertopinions
5) Selective bias of newinformation
6) No contingency plans
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Social Loafing
Social Loafing: decrease in individual effort asgroup size increases
What factors contribute to social loafing?What actions could you take to prevent
social loafing?
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Group Size
Benefits of larger group size
More ideas
More resources
Other effects of larger groupsize
More time consuming
Participation is inhibited
Absenteeism increases Communications become
more formal and complex
Subgroups develop
Social interactions increase,
task interactions decrease Responsibility becomes
ambiguous
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Group Size
Social loafing The tendency for individuals to expend less effort
when working collectively than when working
individually.
Group Size
Performance
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Source: Adapted from Robbins, 2002
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How to Minimize Social Loafing
Make individual performance morevisible
Form smaller teams
Specialize tasks
Measure individual performance
Increase employee motivation
Increase job enrichment
Select motivated employees